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======= Org Insights | Employee Wellbeing Report

Introduction

Employee Wellbeing Report

Microsoft Viva | Organisational Insights

Employee wellbeing has demonstrated the ability to improve employee engagement, retention and productivity within a company.
Get insights into employee wellbeing across your company and uncover opportunities to improve work life balance, flexible working opportunities, organizational resilience and a sense of community.

Table of Contents

1. Collaboration 2. Balance 3. Urgency 4. Flexibility

5. Activity Patterns 6. Focus 7. Community 8. Informal communication

Start exploring

Collaboration

Is collaboration load reducing personal time?

Column

Average length of working day based on collaboration

10.3 hr work days

Are employees able to balance work and personal time?
Employees should strive for an equal balance between work and personal time, assuming 8 hours a day is reserved for sleep. Research shows that employees who protect their personal time are more motivated and struggle less with mental health.

Column

Average collaboration time per day (meetings and emails)

4.7 hrs in collaboration

Is collaboration load impacting personal time?
High levels of daily collaboration can become disruptive to an employee’s workday, forcing them to use personal time to complete tasks and meet deadlines.

Column

Percentage of employees that collaborate 6 hrs + per day

0 % over-collaborators

Which employees are most impacted by collaboration load?
Identify critical groups in the company that may be stretched with collaboration overload. Encourage these teams to streamline collaboration and preserve personal time.

Balance

Can employees balance collaboration and personal time?

Column

Average daily collaboration taking place after-hours

0.9 hrs after work-hours

Is after-hours work common practice?
Although sometimes it may be necessary, habitually extending work into evenings is particularly detrimental to workers’ mental health.

Column

Percentage of employees engaging in 2+ after-hours per day

0 % long after-hours

Which employees are engaging in the most after hours work?
Identify groups most at risk of losing personal time and take steps to intervene and help reduce regular after-hours.

Column

Percentage of employees active on weekends at least once per month

77.7 % weekend workers

Are employees engaging in regular weekend work?
Switching on for even a short period of time on weekends can siginifcantly harm employee wellbeing.

Urgency

Can teams respond to urgent needs without risking employee wellbeing?

Column

% of work weeks included urgent collaboration

9% urgent collaboration

Which teams are affected by urgent needs more?
Work can be unpreditcable and there will be urgent requests, but an overwhelming amount will prevent employees from being able to complete business-as-usual activities.

Column

% change in after-hours when urgent collaboration is present

52% change in after hours

Is the organization able to respond to urgent needs without risking employee wellbeing?
Companies need to cope with unexpected demands without impacting work-life balance. Protect groups with high levels of urgency and after-hours work by shifting towards more planned activities.

Flexibility

Are employees embracing flexible work schedules?

Column

Percentage of weeks employees define their own start times

96.2 % define start time

Are employees freely defining their start time?
Teams that embrace flexibility allow members of the team to start their workday at different times. Employees should be able to follow a schedule that suits their needs, than those imposed by an employer.

Column

Percentage of weeks employees have recurring disconnection time

88.2 % define quiet hours

Are employees disconnecting at a recurring time during the week?
Employees should have the freedom to define their weekday by taking recurring disconnection time to suit their needs. In teams that embrace flexibility, members will choose to organize / split their day in different ways (e.g. take a long lunch-break, disconnect in the afternoon and reconnect in the evening, etc.)

Column

Percentage of weeks employees limit their activity to 8 or less distinct hours

2.6 % control active hours

Are employees able to control their active hours?
Employees who choose alternative work schedules should be able to maintain a workload that is broadly equivalent to the standard 8 hours. Flexible working should not result in longer hours spread across the day.

Activity patterns

Are employees able to switch off?

Column

Distinct hours with email / chat in the most frequent activity pattern

16 hours with activity

When are employees engaging with work?
Individuals may work outside regular working hours to deal with excessive workload, or to take advantage of flexible working arragements. Digital activity patterns reveals if groups are able to disconnect regularly.

Column

Percentage of “always on” weeks based on collaboration patterns

62.1 % always-on

Are employees able to switch off?
Individuals that work long, continuous hours without breaks or remain actively engaged with work after hours can experience a deterioration of their wellbeing.

Column

is the group where employees have the highest % of “always on” weeks

Team B

Which teams are most affected?
Identify groups with highest prevalence the negative activity patterns and encourage them to disconnect and build regular breaks in their work day.

Focus

Are employees able to engage in uninterrupted focus time?

Column

total hours available for focus work per person per day

4.9 total focus hours

Are employees able to engage in uninterrupted focus time?
Meeting-free focus time is vital for employees to be able to complete individual tasks, think creatively, and address critical business demands. Employees are able to engage in high quality focus time if there is a break of 2 hours between meetings.

Column

Average unscheduled collaboration per person each day

2 unscheduled collaboration hours

Is time for individual work prioritized and respected?
High levels of unscheduled collaboration (emails, chats, calls) could risk the quality of focus time by breaking employees’ concentration and cause disruption.

Community

Are employees maintaining communities within the workplace?

Column

Average hours in 1:1 meetings per person each week

2.9 hours 1:1 meetings

Column

Average hours in intimate group meetings per person each week

3.1 hours intimate group meetings

Are employees maintaining these communities?
Over time, relationships can fade and thus it is important to continue strengthening existing relationships and building new connections.

Informal Communication

Are employees connecting informally?

Column

Chats sent on average per person each week

185.9 weekly chats

Are employees connecting informally?
Boost employee satisfaction and increase networks through informal communication using teams chats.

Column

Percentage of writen communication conducted informally via chats

77% proportion of chats

Can email activity be conducted via IM instead?
Teams chats can help employees gain answers to questions faster and feel more connected to their colleagues, fostering friendships.

Column

Percentage of chats that occurs across levels

67% chats across levels

Are employees engaging with people other than their peers?
Encourage employees to engage with members of the team that not just their peers to help them feel a stronger sense of community.

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Introduction

Employee Wellbeing Report

Table of Contents 1. Collaboration 2. Balance 3. Urgency 4. Flexibility 5. Activity Patterns 6. Focus 7. Community 8. Informal communication Start exploring

Collaboration

Column

Average length of working day based on collaboration

Are employees able to balance work and personal time? Employees should strive for an equal balance between work and personal time, assuming 8 hours a day is reserved for sleep. Research shows that employees who protect their personal time are more motivated and struggle less with mental health.

Column

Average collaboration time per day (meetings and emails)

Is collaboration load impacting personal time? High levels of daily collaboration can become disruptive to an employee’s workday, forcing them to use personal time to complete tasks and meet deadlines.

Column

Percentage of employees that collaborate 6 hrs + per day

Which employees are most impacted by collaboration load? Identify critical groups in the company that may be stretched with collaboration overload. Encourage these teams to streamline collaboration and preserve personal time.

Balance

Column

Average daily collaboration taking place after-hours

Is after-hours work common practice? Although sometimes it may be necessary, habitually extending work into evenings is particularly detrimental to workers’ mental health.

Column

Percentage of employees engaging in 2+ after-hours per day

Which employees are engaging in the most after hours work? Identify groups most at risk of losing personal time and take steps to intervene and help reduce regular after-hours.

Column

Percentage of employees active on weekends at least once per month

Are employees engaging in regular weekend work? Switching on for even a short period of time on weekends can siginifcantly harm employee wellbeing.

Urgency

Column

% of work weeks included urgent collaboration

Which teams are affected by urgent needs more? Work can be unpreditcable and there will be urgent requests, but an overwhelming amount will prevent employees from being able to complete business-as-usual activities.

Column

% change in after-hours when urgent collaboration is present

Is the organization able to respond to urgent needs without risking employee wellbeing? Companies need to cope with unexpected demands without impacting work-life balance. Protect groups with high levels of urgency and after-hours work by shifting towards more planned activities.

Flexibility

Column

Percentage of weeks employees define their own start times

Are employees freely defining their start time? Teams that embrace flexibility allow members of the team to start their workday at different times. Employees should be able to follow a schedule that suits their needs, than those imposed by an employer.

Column

Percentage of weeks employees have recurring disconnection time

Column

Percentage of weeks employees limit their activity to 8 or less distinct hours

Are employees able to control their active hours? Employees who choose alternative work schedules should be able to maintain a workload that is broadly equivalent to the standard 8 hours. Flexible working should not result in longer hours spread across the day.

Activity patterns

Column

Distinct hours with email / chat in the most frequent activity pattern

When are employees engaging with work? Individuals may work outside regular working hours to deal with excessive workload, or to take advantage of flexible working arragements. Digital activity patterns reveals if groups are able to disconnect regularly.

Column

Percentage of “always on” weeks based on collaboration patterns

Are employees able to switch off? Individuals that work long, continuous hours without breaks or remain actively engaged with work after hours can experience a deterioration of their wellbeing.

Column

is the group where employees have the highest % of “always on” weeks

Which teams are most affected? Identify groups with highest prevalence the negative activity patterns and encourage them to disconnect and build regular breaks in their work day.

Focus

Column

total hours available for focus work per person per day

Column

Average unscheduled collaboration per person each day

Is time for individual work prioritized and respected? High levels of unscheduled collaboration (emails, chats, calls) could risk the quality of focus time by breaking employees’ concentration and cause disruption.

Community

Column

Average hours in 1:1 meetings per person each week

Are employees part of communities in the workplace? Social and professional support at work ensures employees are safeguarded against feeling isolated. Successful rapport is built when employees meet in small group settings with two to five people attending.

Column

Average hours in intimate group meetings per person each week

Are employees maintaining these communities? Over time, relationships can fade and thus it is important to continue strengthening existing relationships and building new connections.

Informal Communication

Column

Chats sent on average per person each week

Are employees connecting informally? Boost employee satisfaction and increase networks through informal communication using teams chats.

Column

Percentage of writen communication conducted informally via chats

Can email activity be conducted via IM instead? Teams chats can help employees gain answers to questions faster and feel more connected to their colleagues, fostering friendships.

Column

Percentage of chats that occurs across levels

Are employees engaging with people other than their peers? Encourage employees to engage with members of the team that not just their peers to help them feel a stronger sense of community.

Trends

Column

Balance

Focus

Table of Contents

1. Collaboration 2. Balance 3. Urgency 4. Flexibility

5. Activity Patterns 6. Focus 7. Community 8. Informal communication

Start exploring

Are employees able to balance work and personal time?
Employees should strive for an equal balance between work and personal time, assuming 8 hours a day is reserved for sleep. Research shows that employees who protect their personal time are more motivated and struggle less with mental health.

Is collaboration load impacting personal time?
High levels of daily collaboration can become disruptive to an employee’s workday, forcing them to use personal time to complete tasks and meet deadlines.

Which employees are most impacted by collaboration load?
Identify critical groups in the company that may be stretched with collaboration overload. Encourage these teams to streamline collaboration and preserve personal time.

Is after-hours work common practice?
Although sometimes it may be necessary, habitually extending work into evenings is particularly detrimental to workers’ mental health.

Which employees are engaging in the most after hours work?
Identify groups most at risk of losing personal time and take steps to intervene and help reduce regular after-hours.

Are employees engaging in regular weekend work?
Switching on for even a short period of time on weekends can siginifcantly harm employee wellbeing.

Which teams are affected by urgent needs more?
Work can be unpreditcable and there will be urgent requests, but an overwhelming amount will prevent employees from being able to complete business-as-usual activities.

Is the organization able to respond to urgent needs without risking employee wellbeing?
Companies need to cope with unexpected demands without impacting work-life balance. Protect groups with high levels of urgency and after-hours work by shifting towards more planned activities.

Are employees freely defining their start time?
Teams that embrace flexibility allow members of the team to start their workday at different times. Employees should be able to follow a schedule that suits their needs, than those imposed by an employer.

Are employees able to control their active hours?
Employees who choose alternative work schedules should be able to maintain a workload that is broadly equivalent to the standard 8 hours. Flexible working should not result in longer hours spread across the day.

When are employees engaging with work?
Individuals may work outside regular working hours to deal with excessive workload, or to take advantage of flexible working arragements. Digital activity patterns reveals if groups are able to disconnect regularly.

Are employees able to switch off?
Individuals that work long, continuous hours without breaks or remain actively engaged with work after hours can experience a deterioration of their wellbeing.

Which teams are most affected?
Identify groups with highest prevalence the negative activity patterns and encourage them to disconnect and build regular breaks in their work day.

Is time for individual work prioritized and respected?
High levels of unscheduled collaboration (emails, chats, calls) could risk the quality of focus time by breaking employees’ concentration and cause disruption.

Are employees part of communities in the workplace?
Social and professional support at work ensures employees are safeguarded against feeling isolated. Successful rapport is built when employees meet in small group settings with two to five people attending.

Are employees maintaining these communities?
Over time, relationships can fade and thus it is important to continue strengthening existing relationships and building new connections.

Are employees connecting informally?
Boost employee satisfaction and increase networks through informal communication using teams chats.

Can email activity be conducted via IM instead?
Teams chats can help employees gain answers to questions faster and feel more connected to their colleagues, fostering friendships.

Are employees engaging with people other than their peers?
Encourage employees to engage with members of the team that not just their peers to help them feel a stronger sense of community.